Leveraging the sweet spot between Agility and Data

In our previous article Leveraging Data-driven Agility in an Agile World, we explored the notion of data-driven decision making in agile delivery environments, which is vitally important in delivering incremental value. The Oxford Dictionary defines symbiosis as “a...

How to make change management happen in the most effective way

Many things can put your business at risk, including changes to your organisation, people or technology. The current pandemic has put many businesses under unprecedented pressure, and some even teetering on the brink of survival. Crises like this quickly turn change...

Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

Customer expectations are not just changing; they are exceeding the ability of a business to deliver on time. They are looking for alternatives, with more emphasis on experience and convenience. To keep up, companies are evolving their offering to meet the...

How to fill the gap between Strategy and Execution

Organisations are great at setting their strategy and identifying their goals, but they fall short when it comes to their operating model review and redesign, the key component that enables the strategy and drives the achievement of goals. Operating models consist of...

Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Mac Consulting

Connecting strategic impact to impactful outcomes

Our business transformation offering helps leaders and organisations connect strategic intent to impactful outcomes by focusing on deliberate, strategic choices and execution effectiveness. Key to our business transformation approach is a set of fundamental design principles:

  • We take an abundance and growth mindset.
  • We see leadership as a key driver of strategic change.
  • We recognise people as the key enablers for action.
  • We focus on core drivers of value and what really matters.
  • We aim for appropriate, shared value creation, outcomes and impact.



Strategy Development and Alignment

What we do

Our strategy solution supports strategy development and alignment, focusing on enterprise outcomes, strategic principles, strategic choices and core value drivers. Creating sustainable value over extended time periods requires a focus on core value drivers and new ways of working. The greatest value comes from growth, leadership capability (the ‘x-factor’), people as an appreciating asset, and sustainability through the creation of shared value. Our strategic choices framework addresses:

  • purpose and mission
  • leadership DNA
  • your value proposition
  • business capabilities
  • long-term viability
  • people and
  • sustainable value creation.


How we do it

We develop and align leaders on strategy by using our Leadership Value Map (LVM) as an anchor for value. Our facilitated approach connects strategic intent to impactful outcomes by focusing on deliberate strategic choices. In this process, we make use of the LVM and the principles of execution effectiveness.


Business Operations and Functional Transformation

What we do

Our business operations and functional transformation component focuses on enterprise outcomes, leadership, people and core value drivers. Our integrated business transformation framework has been designed to align strategy with the delivery of tangible, sustainable value outcomes. The framework incorporates the key leadership roles of thinking strategically, leading change, enabling execution and driving results.

Through our years of experience, we have identified five critical success factors for successful business transformation:

  • Follow the framework sequentially
  • Invest in your talent and capability
  • Focus on what really matters
  • Allocate appropriate resources and
  • Start with the leaders.

The last is critical. All true business transformation requires complete buy-in from the leadership team.


How we do it  

We take leaders on a journey that addresses multiple aspects of transformation, assisting them to create and define their shared transformative purpose and forge complete leadership alignment with it. Alignment with a common, transformative purpose is key. Other essential aspects of our integrated business transformation framework are

  • leader-led strategic change
  • value design
  • your operating model
  • execution
  • developing future-ready talent
  • managing performance and
  • identifying and removing key obstacles.


Operating Model Effectiveness 

What we do

Your company’s operating model is a key component of its success, enabling your strategy to move through the entire organisation and driving the achievement of organisational goals.

Our approach is to focus on what really matters in order to embed effectiveness in all organisational processes. We look at various components that define how things are done in the organisation: leadership and culture, people, governance, structure, performance management, processes, and digital and technology enablers. All are key to designing an effective operating model; overlooking one may seriously hamper the model’s effectiveness.


How we do it

We bring strong strategic business acumen and leadership experience to our work on operating model effectiveness. This ensures that we keep the focus razor sharp, assisting you to shape an operating model that creates real value and drives whole-business improvement.


Merger & Acquisition Integration Effectiveness 

What we do

Our approach to merger & acquisition (M&A) integration focuses on the essentials of successful corporate transactions. Many acquisitions are achieved at a premium, and yet have a staggering failure rate. Merger integration should deliberately focus energy on integration efforts that drive success and mitigate risks. Our integration approach therefore has a strong leadership and culture focus, covering

  • M&A strategy
  • integration strategy
  • leadership and culture
  • engagement and communications
  • integration planning (effective from Day 1)
  • integration implementation and
  • benefits realisation.


How we do it  

We use extensive M&A experience to simplify the M&A integration process and avoid complexity. Our emphasis is on leadership, people and culture. We also focus on common desired outcomes from corporate transactions. This will involve delivering a strategic rationale, driving integration, creating realistic synergy, protecting value through leadership alignment and employee engagement, and maintaining business continuity throughout the transition.

We keep a strong customer and growth focus, helping to ensure that the process delivers long-term, shared value.


Social Performance 

What we do

Our social impact offering gives you a comprehensive roadmap for creating real social impact, both within the organisation and in your community of choice. We focus on corporate citizenship, the creation of sustainable change in local communities, the development of human capital and access to opportunities, and leadership and capability upliftment in communities.

Our approach is to frame the problem (examine the root issues and their causes), define desired outcomes (which includes your theory of change), re-design how you organise (so that staff do things differently) and execute your social impact efforts in an integrated way. The result is an ESG component that is collaborative, co-created, and deeply connected to partners, communities and your own staff.

How we do it

All true social impact is ‘people first’. Our approach is premised on fundamental design principles in which people take centre stage: it is human-centred and robust, focusing on

  • leadership
  • tangible change
  • collaborative co-creation
  • generational impact and
  • eco-system resilience.

An abundance and growth mindset underpins our approach; with imagination and excellent leadership, social impact can be integrated into the business to elevate and enhance the entire operation. It need not be seen as a thing apart.


Capital Project Strategy 

What we do

Our capital project offering brings a holistic approach to mega capital projects, taking an owner’s view to maximising value. Improperly managed large capital projects have a tendency to cause value destruction in the long run. Our approach provides owners with a deep understanding of driving capital projects, so that they are able to deliver a quality operating asset safely, on time and within budget – and generate revenue from Day 1.


How we do it

We focus on what drives value from an owner’s point of view, the critical role of leadership, and the role that the owner plays in successful capital projects. Our capital maturity model is based on insights into the drivers of mega project success, lessons from global projects, mega project experience and global good practice.